This second article concentrates on the next steps soccer organizations can take to actually establish mutually beneficial relationships with sponsors.

Again, “Jerry Maguire” is illustrative. When Jerry is fired for expressing his vision for a more responsive and caring sports marketing agency, he leaves his office with only one “sponsor” supporting him: an accountant, Dorothy Boyd. As Jerry and Dorothy awkwardly ride the elevator together for the first time as a new business team, there is a young, deaf mute couple in the elevator expressing their affection for each other, in part using sign language. When the couple leaves the elevator, Jerry wonders what they were saying to each other. And, Dorothy, who had a relative through whom she learned to sign, replies that the young man had said to his girlfriend/partner: “You complete me.”

That concept is a good starting point for getting ready to actively seek sponsors. A soccer organization must know itself, know its needs, and identify sponsors that fit with its way of doing things and can satisfy its needs. In other words, potential sponsors must be able to at least in part “complete” the soccer organization. And, of equal importance, the soccer organization must be able to at least in part “complete” the sponsor.

Sponsorships are relationships. Both parties must gain benefits. Both parties must feel good about the partnership for it to be successful.

It is critical, therefore, that soccer organizations approach sponsorships with the attitude that both themselves and their sponsors are going to commit to success through a “you complete me” attitude rather than the normal sports oriented mantra: “You compete with me.”

Another movie reinforces this point. In “Manhattan”, Woody Allen is smitten with his married best friend’s (Tony Roberts) lover (Diane Keaton), who is very, very different than Woody. When Tony decides to stay with his wife, Woody steps in and befriends Diane. She feels grateful and they evolve into an “odd couple” given their difference. But, when Tony wants Diane back, she leaves Woody. In hearing this news, Woody’s sad sigh of resignation is: “You always think that you’re going to be the one to change them.”

As in most personal relationships, sponsorship relationships are about what works naturally at first (with significant effort added in to build the relationship), not what will work only if one party or the other has to substantially change. So, once again, soccer organizations need to first know who they are and then be realistic about the types of sponsors with which they will be able to work. Using a remix of the two movies mentioned above might provide the following advice in seeking sponsors: “Complete, not compete or change.”

The “technical” steps in identifying and establishing sponsorship relationships include the following.

Soccer organizations need to identify their needs: financial (e.g. operating funds, investment funds, discounts, etc.), services (e.g. security, field maintenance, office support, etc.), products (e.g. uniforms, refreshments, promotional items, etc.), and/or facilities (e.g. fields, portable offices, meeting space, etc.).

Then businesses, organizations, and individuals need to be identified which might be potential sponsors based on their perceived ability to satisfy some of the soccer organization’s needs and the soccer organization’s initial estimate that they can also satisfy some of the potential sponsor’s needs. For instance, a soccer organization’s financial needs might in part be addressed by a bank trying to enter the market or a local community foundation that wants to provide after school activities for youngsters or a grocery chain that can assign individual purchasing discounts to an organization.

In addition to the resources a potential sponsor is known for, there are some other quick assessment influences that can also help in screening:

• Similar target audiences.
• Existing sports (soccer) marketing efforts.
• Emotional connections to soccer (e.g. children of the CEO play).
• Friends in influential positions.

With their own needs and an initial list of potential sponsors and their needs in hand, soccer organizations must begin to construct sponsorship packages that take the soccer organization’s assets (e.g. members/players that can be reached, signage, media exposure, events, etc.) and bundle them into deliverable packages which are assigned values in a very rational manner. These packages are the product that will be presented to (sold to) sponsors.

In other words, soccer organizations must create a hierarchy of value that they are going to provide sponsors based on the assets that the soccer organizations use to help the sponsors satisfy their needs (reach their target audiences). The use of existing local standards for providing similar services (e.g. the cost of local newspaper ads, other local sponsorship packages) is a good way to price (assign value) to sponsorship packages. Usually there are distinct tiers of sponsorship, again, based on what the soccer organization delivers per tier and per price per tier.

While it is very important to have a sound rationale for each sponsorship tier because sponsors one way or another will get to know what each other contribute and get in return, it is also critical that customized packages also be available. Sometimes sponsors will come up with creative package designs that soccer organizations have not thought about.

The trick in developing sponsorship packages is for soccer organizations to cover all their needs through the packages they develop. This requires a good up front assessment of what the soccer organization needs, dividing up the soccer organization’s assets into packages that can be justified and that cover the needs, and being disciplined in selling the sponsorship packages so that all needs are covered. In other words, having two different types of refreshment sponsors does not satisfy the soccer organization’s needs if the two somewhat redundant sponsorship packages prevent a package being sold to cover a separate and distinct need such as on-site security.

Creating a professional looking sponsorship solicitation presentation is not difficult given today’s software offerings. However, the content of the presentation must be equally professional:

• Profile of the soccer organization --- Who you are.
• The market addressed by the soccer organization --- Who you reach.
• Sponsorship opportunities --- What you offer.
  • Program description.
  • Target audiences.
  • Benefits provided.
  • Contributions required.
  • Anticipated results.
  • The option of customization.
• The sponsorship family --- Who else is involved.
• The soccer organization’s perspective on the prospective sponsor --- What needs you will satisfy.
• The “fit” between the soccer organization and the potential sponsor --- Why the relationship will work.
• The sponsorship equation --- What each party is expected to contribute.
• Evaluation --- How the sponsorship will be measured.
• Logistical considerations --- Implementation procedures.
• Next steps --- How to finalize the relationship.

As soon as a presentation begins so does negotiating. Therefore, soccer organizations must know their bottom line when they begin and be prepared to strike a deal at the first, second, or tenth meeting with a potential sponsor. Every meeting must be considered an opportunity to “close” the sale.

While there are numerous books on negotiating tactics available, most soccer organizations can take a straightforward approach. As a community based organization, rather than being overly secretive or manipulative in negotiating, it is usually best to beand clear in what is being offered and what is needed in return. Most soccer organizations are non-profits with a youth oriented primary constituency, so if beingbut firm does not close the sale of the sponsorship in question, it is probably best to move to another potential sponsor anyway. Remember, “complete, not compete or change.” Somewhat different rules of negotiating may apply for professional clubs that are trying to maximize profits.

Once sponsorship relationships have been successfully negotiated, soccer organizations can justifiably feel proud of their efforts. But, fulfillment of sponsorship contracts has only just begun!

Signing on the dotted line means that, hopefully, years of positive, mutually beneficial work still lies ahead. At the end of the day, there really is no end of the day in sponsorship development. Sponsorships are dynamic relationships that need constant nurturing even with the best of partners. But, that is a topic for another series of articles --- and, maybe, additional movie references.